INF3708 – Software Project Management
Chapter 8
Resource allocation
8.1 Introduction
The allocation of resources to activities will lead us to review and modify the ideal activity plan. It may
cause us to revise stage or project completion dates. In any event, it is likely to lead to a narrowing of
the time spans within which activities may be scheduled.
The final result of resource allocation will normally be a number of schedules, including:
An activity schedule indicating the planned start and completion fates for each activity;
A resource schedule showing the dates on which each resource will be required and the level of
that requirement;
A cost schedule showing the planned cumulative expenditure incurred by the use of resource
over time
8.2 The nature of resources
A resource is any item or person required for the execution of the project. This covers many things –
from paper clips to key personnel – and it is unlikely that we would wish to itemize every resource
required, let alone draw up a schedule for their use.
In general, resources will fall into one of seven categories.
Labour – The main items in this category will be members of the development project team
such as the project manager, systems analysts and software developers.
Equipment – Obvious items will include workstations and other computing and office
equipment.
Materials – Materials are items that are consumed, rather than equipment that is used.
Space – For projects that are undertaken with existing staff, space is normally readily available.
Services – Some projects will require procurement of specialist services – development p of a
wide area distributed system, for example requires scheduling of telecommunications services.
Time – Time is the resource that is being offset against the other primary resources – project
timescales can sometimes be reduced by increasing other resources and will almost certainly be
extended if they are unexpectedly reduced.
Money – Money is a secondary resource – It is used to buy other resources and will be
consumed as other resources are used.
8.3 Identifying resource requirements
The first step in producing a resource allocation plan is to list the resources that will be required along
with the expected level of demand. This will be done by considering each activity in turn and identifying
the resources required. It is likely; however, that there will also be resources required that are not
activity specific but are part of the project’s infrastructure (such as the project manager) or required to
support other resources (office space, for example, might be required to house contract software
developers).
Chapter 8
Resource allocation
8.1 Introduction
The allocation of resources to activities will lead us to review and modify the ideal activity plan. It may
cause us to revise stage or project completion dates. In any event, it is likely to lead to a narrowing of
the time spans within which activities may be scheduled.
The final result of resource allocation will normally be a number of schedules, including:
An activity schedule indicating the planned start and completion fates for each activity;
A resource schedule showing the dates on which each resource will be required and the level of
that requirement;
A cost schedule showing the planned cumulative expenditure incurred by the use of resource
over time
8.2 The nature of resources
A resource is any item or person required for the execution of the project. This covers many things –
from paper clips to key personnel – and it is unlikely that we would wish to itemize every resource
required, let alone draw up a schedule for their use.
In general, resources will fall into one of seven categories.
Labour – The main items in this category will be members of the development project team
such as the project manager, systems analysts and software developers.
Equipment – Obvious items will include workstations and other computing and office
equipment.
Materials – Materials are items that are consumed, rather than equipment that is used.
Space – For projects that are undertaken with existing staff, space is normally readily available.
Services – Some projects will require procurement of specialist services – development p of a
wide area distributed system, for example requires scheduling of telecommunications services.
Time – Time is the resource that is being offset against the other primary resources – project
timescales can sometimes be reduced by increasing other resources and will almost certainly be
extended if they are unexpectedly reduced.
Money – Money is a secondary resource – It is used to buy other resources and will be
consumed as other resources are used.
8.3 Identifying resource requirements
The first step in producing a resource allocation plan is to list the resources that will be required along
with the expected level of demand. This will be done by considering each activity in turn and identifying
the resources required. It is likely; however, that there will also be resources required that are not
activity specific but are part of the project’s infrastructure (such as the project manager) or required to
support other resources (office space, for example, might be required to house contract software
developers).
